Competency

Competency is the ability to do something successfully or efficiently. Competencies are defined

as skills and abilities described in behavioral terms that are coachable, observable, measurable
and critical to successful individual or organizations performance. Competency are the
knowledge, skills and personnel attributes required for excellent performance in a job role or
specific business. Competency development is a carefully crafted process of research and data
gathering about firms mangers and employees as they perform their daily work with the goal of
determining the specific knowledge, skills and personnel

Competency Assessment

There is a linkage between competencies and role is achieved through a competency mapping
exercise, through which the most critical success driving behavior for specific roles are
established. Against the validated competency framework, an individual’s potential is identified
through an Assessment Center process as outlined below.

 Design Assessment Center

 Conduct Assessment Center
 Map individual competency and gaps
 Finally assess organizational capability and gaps

A link between people and competencies is established through an effective system of measuring
the proficiency of an individual on the desired competencies for the role. The link between
people and roles is established through effective measuring tools that evaluate the performance
of the person in the role. The Assessment center is a powerfull tool in the hand of management
for selection and development. As a selection tool it can be used for management promotions
fast track schemes high potential list and change of functional role.

Group Excersises

 Assigned role excersises

 Unassigned role excersises
 Team Excersises

Individual Excersises
  In Basket Excersises
 Learning Skill Inventory
 Interpersonal Effective Module

Personnel Competency Framework

A competency framework defines the knowledge, skills, and attributes needed for people within
an organization. Each individual role will have its own set of competencies needed to perform
the job effectively. To develop this framework, you need to have an in-depth understanding of
the roles within your business. To do this, you can take a few different approaches:

 Use a pre-set list of common, standard competencies, and then customize it to the specific
needs of your organization.

 Use outside consultants to develop the framework for you.

 Create a general organizational framework, and use it as the basis for other frameworks
as needed.

Developing a competency framework can take considerable effort. To make sure the framework
is actually used as needed, it's important to make it relevant to the people who'll be using it – and
so they can take ownership of it.

The following three principles are critical when designing a competency framework:

1. Involve the people doing the work – These frameworks should not be developed solely
by HR people, who don't always know what each job actually involves. Nor should they be
left to managers, who don't always understand exactly what each member of their staff does
every day. To understand a role fully, you have to go to the source – the person doing the job
– as well as getting a variety of other inputs into what makes someone successful in that job.
2. Communicate – People tend to get nervous about performance issues. Let them know
why you're developing the framework, how it will be created, and how you'll use it. The more
you communicate in advance, the easier your implementation will be.
3. Use relevant competencies – Ensure that the competencies you include apply to all roles
covered by the framework. If you include irrelevant competencies, people will probably have
 a hard time relating to the framework in general. For example, if you created a framework to
cover the whole organization, then financial management would not be included unless every
worker had to demonstrate that skill. However, a framework covering management roles
would almost certainly involve the financial management competency.

Developing the Framework

There are four main steps in the competency framework development process. Each steps has
key actions that will encourage people to accept and use the final product.

Step One: Prepare

 Define the purpose – Before you start analyzing jobs, and figuring out what each role
needs for success, make sure you look at the purpose for creating the framework. How you
plan to use it will impact whom you involve in preparing it, and how you determine its scope.
For example, a framework for filling a job vacancy will be very specific, whereas a
framework for evaluating compensation will need to cover a wide range of roles.
 Create a competency framework team – Include people from all areas of your business
that will use the framework. Where possible, aim to represent the diversity of your
organization. It's also important to think about long-term needs, so that you can keep the
framework updated and relevant.

Step Two: Collect Information

This is the main part of the framework. Generally, the better the data you collect, the more
accurate your framework will be. For this reason, it's a good idea to consider which techniques
you'll use to collect information about the roles, and the work involved in each one. You may
want to use the following:

 Observe – Watch people while they're performing their roles. This is especially useful for
jobs that involve hands-on labor that you can physically observe.
 Interview people – Talk to every person individually, choose a sample of people to
interview, or conduct a group interview. You may also want to interview the supervisor of the
job you're assessing. This helps you learn what a wide variety of people believe is needed for
the role's success.
 Create a questionnaire – A survey is an efficient way to gather data. Spend time making
sure you ask the right questions, and consider the issues of reliability and validity. If you
prefer, there are standardized job analysis questionnaires you can buy, rather than attempting
to create your own.
 Analyze the work – Which behaviors are used to perform the jobs covered by the
framework? You may want to consider the following:
 Business plans, strategies, and objectives.

 Organizational principles.

 Job descriptions.

 Regulatory or other compliance issues.

 Predictions for the future of the organization or industry.

 Customer and supplier requirements.

Step Three: Build the Framework

This stage involves grouping all of the behaviors and skill sets into competencies. Follow these
steps to help you with this task:

 Group the statements – Ask your team members to read through the behavior
statements, and group them into piles. The goal is to have three or four piles at first – for
instance, manual skills, decision-making and judgment skills, and interpersonal skills.
 Create subgroups – Break down each of the larger piles into subcategories of related
behaviors. Typically, there will be three or four subgroupings for each larger category. This
provides the basic structure of the competency framework.
 Refine the subgroups – For each of the larger categories, define the subgroups even
further. Ask yourself why and how the behaviors relate, or don't relate, to one another, and
revise your groupings as necessary.
 Identify and name the competencies – Ask your team to identify a specific competency
to represent each of the smaller subgroups of behaviors. Then they can also name the larger
category.

Step Four: Implement

As you roll out the finalized competency framework, remember the principle of communication
that we mentioned earlier. To help get buy-in from members of staff at all levels of the
organization, it's important to explain to them why the framework was developed, and how you'd
like it to be used. Discuss how it will be updated, and which procedures you've put in place to
accommodate changes.

Here are some tips for implementing the framework:

 Link to business objectives – Make connections between individual competencies and

organizational goals and values as much as possible.
 Reward the competencies – Check that your policies and practices support and reward
the competencies identified.
 Provide coaching and training – Make sure there's adequate coaching and training
available. People need to know that their efforts will be supported.
 Keep it simple – Make the framework as simple as possible. You want the document to
be used, not filed away and forgotten.
 Communicate – Most importantly, treat the implementation as you would any other
change initiative. The more open and honest you are throughout the process, the better the
end result – and the better the chances of the project achieving your objectives.